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15 Cards in this Set
- Front
- Back
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WHAT IS MISSING FROM TRADITIONAL LINE-ITEM BUDGETING? |
The bureau receives not specific guidance about what results are to be achieved from the resources provided and it does not explicitly challenge the bureau to use its resources in various ways to achieve ever more results over time. |
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EFFECTIVENESS/RESULTS |
indicators reflect the effects of agency activity on the outside of the agency or the end-product of agency actions |
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EFFECTIVENESS/RESULTS - EXAMPLES |
EMS - cardiac arrest survival rate; % of cardiac arrests with response time < 4 min. and % of all incidents with a response time < 8 min.
EDUCATION - % of 3rd graders passing a given standardized test in reading and student absentee rates |
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ACTIVITY/WORKLOAD |
indicators reflect agency effort levels or work accomplished |
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ACTIVITY/WORKLOAD - EXAMPLES |
EMS - number of emergency medical incidents responded to
EDUCATION - average number of students per class ( or per teacher) |
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OTHER INDICATORS |
reflects certain factors that significantly influence the level of effectiveness/results; or reflect additional aspects of operations |
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OTHER INDICATORS - EXAMPLES |
EMS - average daily number of ambulance tours fielded per day
EDUCATION - percentage of students in households with income below the federal poverty line |
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EXAMPLE OF: ACTIVITY/WORKLOAD IMPORTANCE BECAUSE OF PERCEIVED IMPACT ON A RESULTS/EFFECTIVENESS INDICATOR |
For instance, reduced class size is intended among other things to improve academic achievement. Thus, class size itself does not directly get an effectiveness/results. It is more of a means to achieve effectiveness/results. (MAY BE INCORRECT) |
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EXAMPLE OF: ONE RESULTS/EFFECTIVENESS PERCEIVED IMPACT OF ANOTHER RESULTS/EFFECTIVENESS DOWN THE CAUSAL CHAIN |
Response time - EMS response time is considered a results/effectiveness indicator since it is thought to reflect the expectation of citizens for timely provisions of appropriate pre-hospital care. However, one reason it is often emphasized centers on the supposition that response time affects the cardiac arrest survival rate as well as morbidity and mortality among high priority incidents ranging from stabbings to pedestrians struck by a motor vehicle. |
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HOW CAN THE ANNUAL PROVISION OF EFFECTIVENESS/RESULTS INDICATORS LEAD TO EFFECTIVENESS/EFFICIENCY DIALOGUE? |
Dialogue would be among the agency leaderships, senior officials of the jurisdiction and the legislative body. The dialogue can yield a target that implies what level of results/effectiveness is acceptable given the resources provided to the agency (and the operating conditions to be confronted). Achieving less than this target implies inefficiency (unless certain operating conditions were significantly worse than anticipated in establishing the target). |
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COMMON APPROACHES TO SETTING TARGETS FOR EFFECTIVENESS/RESULTS INDICATORS #1 |
Examination of actual past levels (i.e. annual number of show/ice- related vehicle accidents) and do one of two things: simply propose the future target to be equal to past performance levels or to incrementally ratchet up performance levels via a slightly better target level. |
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COMMON APPROACHES TO SETTING TARGETS FOR EFFECTIVENESS/RESULTS INDICATORS #2 |
The jurisdiction to do some form of comparative analysis to other jurisdictions accounting for differences in various factors that affect results/effectiveness levels. For instance, one might compare the % of 3rd graders passing a standardized test on reading for the Happyville School District to other districts within the state that are roughly comparable in terms of factors such as % of youngsters residing in households with income below the Federal poverty level, etc. |
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PERVERSE INCENTIVES? |
For instance, a pothole repair operation that is judged solely on the basis of the percentage of potholes repaired within 48 hours of official agency notification may have an incentive to get the job done quickly but carelessly. To avoid this, multiple indicators are necessary such as percentage of potholes filled that do not reopen within 30 days after being repaired. (ANOTHER EXAMPLE IN LECTURE NOTES) |
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THREE EXAMPLES OF SOME CHALLENGES IN ESTABLISHING RESULTS/EFFECTIVENESS INDICATORS IN VARIOUS PUBLIC REPORTS |
1. Ideally, one needs to have multiple indicators of results/effectiveness to reflect diverse aspects of performance 2. Issues of indicator validity, reliability and/or accuracy need to be considered 3. Dimensions of results/effectiveness measured and/or emphasized reflect various stakeholder perspectives. (MORE DISCUSSION IN LECTURE NOTES) |
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BE FAMILIAR WITH THE GIST OF THE MODULE 10 DISCUSSION |
DO MODULE 10 DISCUSSION AND READ CLASSMATES' DISCUSSION ANSWERS |
